i f n008 k vessali 91907
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Full session information and video available on successforce.com.TRANSCRIPT
Government On Demand
Mike Goodrich, Arlington Economic DevelopmentLisa Glass, NPower NYPeter Reis, Wyoming Business CouncilJonathan Vaughan, New Demand LLC
Industry Focus: Nonprofit, Government and Education
Safe Harbor Statement
“Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.
The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates.
Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
Mike GoodrichDirector of Administration
Arlington Economic Development
All About Arlington Economic Development & BizLaunch
BizLaunch is Arlington’s small business assistance network, and your one-stop-shop for everything you’ll need to know about starting or growing a business in Arlington.BizLaunch partners with a wide variety of small business organizations to provide you with information on writing a business plan, taxes, permits, licensing, marketing, financing and just about anything else you’ll need to know to start or grow your business in Arlington. In addition, the BizLaunch center offers information, counseling, and research opportunities.
Arlington Economic Development (AED), is the Arlington County Government Department which is dedicated to the preservation and enhancement of an economically vital, competitive, and sustainable community by providing aggressive leadership and superior service to the commercial, visitors and housing development sectors of Arlington's economy.
INDUSTRY: Local Government
EMPLOYEES: 32
GEOGRAPHY: Mid-Atlantic
# USERS: 32
PRODUCTS USED: SFA, test drove AppExchange applications
All About Arlington Economic Development & BizLaunch, continued…
Key ChallengesKnowing our clients Capture all prospective BizLaunch clients through multiple channels Sort all communications and disseminate program information to clients Arrange consultations and a system to track the distribution of client
information Track events each client has attended
Servicing our clients Inform clients of upcoming events Recommend course of action Provide referrals to other small business service providers and vice versa
Performance reporting Conduct outcomes measurement Report on outcomes
The Solution
Capture and manage all relevant information:• Contact information• Source of referral to BizLaunch • Business type and stage of business formation • Type of services required• Workshops they have attended or would like to attend
Implemented automated (web2lead) and manual processes to capture BizLaunch clients as leads
Deployment Details
Products implemented SFA#Users 32Integration points 2Training NoBusiness Units affected 1Ongoing improvements Yes
The Solution, continued
Online form is filled out (Client or Staff)
Lead is created
Execute email campaigns to notify leads of upcoming events
Results
Increased visibility for BizLaunch program Increased visibility for the award winning staff
• Small Business Administration, Washington Metropolitan Area District Office, Minority Small Business Person of the Year – 2006
Increased accuracy of client information Higher customer satisfaction
• Achieved 99% satisfaction rating Focused performance metrics on outcomes
Keys to Success Program: Biz Launch # Users: 3 Key Requirements
• Share client information• Drive clients to integrated website• Achieve seamless client interaction
Key Benefits• Eliminated manual data entry• Data gathering completed prior to client meeting• Data accuracy is enhanced• Longitudinal data can now be tracked
Imagine it. Learn it. Use it. Customers can assist with data
integrity Understand and use outcome
measures Automate your website to the
greatest extent possible Streamline the data gathering
process Modify your business process to
drive clients to your website Continuously review your
business processes and don’t be afraid to modify
About NPower NY
• ROLE: Nonprofit technology service provider & Salesforce implementation partner
• TOTAL EMPLOYEES: 32
• SALESFORCE TEAM: 7
• NUMER OF MEMBERS: 536
• GEOGRAPHY: New York affiliate of National Network
• POSITION: Largest nonprofit Salesforce partner in the Northeast
• AWARD: Our client received the 2006 “Best Nonprofit Salesforce Implementation”
About 211-311
311 system Non-emergency requests for service, such as hazardous potholes, hydrant,
graffiti or parking violation 211 system
Connects citizens with needed human services, such as homeless, substance abuse treatment, and mental health services
Problem: Pothole
16
211-311 Call Management Approach
Option A
Call Center
311
**211
211
211
211211 ServiceProvider Cluster
211 211 ServiceProvider or MSO
Warm Transfer
ElectronicReferral
Option B
311 (211) **211
Warm Transfer
Electronic Referral
211 Call Center
211 Service Providers
Automatic routing of 211
** Basic contact information & service request type is logged
** Basic contact information & service request type is logged
Challenges
Most systems are expensive Time to get up and running Information transfer is cumbersome State reporting requirements take a lot of time Security of data is crucial Quality of the customer experience is critical
The Solution
18
1
21
2
3
Agent enters key words- “hunger” “no food”
Agent Takes Call and Opens 211 Case from Sally Sherman
Agent can request a suggested solution provider
Agent is able to refer the case to the recommended community service provider “Mercer Street Friends Pantry”
3
Recommended Solution
The Solution
1919
Case Manager at Mercer Street Reviews New Cases
Mercer Street Friends Pantry “Accepts” referred case and begins the process to help Sally.
Mercer Street eventually closes the Sally case – the Call Center gets updated.
4
5
6
4
5
Incoming Sally Sherman Case to Mercer Street
6“Closed” Sally Sherman Case
The Result
Pre-built integration with phone system= rapid deployment Significantly lower start-up and on-going costs Standardized user interface for greater productivity Integrated call control, tracking, reporting State reporting and data administration easier, real time data Capacity building: technology in the hands of nonprofits City to Nonprofit bridge Better service for the customer
The Result: Collaboration of Service Providers
Quality Outcomes
Person in need
All About Wyoming Business Council
• INDUSTRY: State Economic Development
• EMPLOYEES: 71
• GEOGRAPHY: State of Wyoming
• # USERS: 37
• PRODUCT(S) USED: Enterprise Edition
Wyoming Business Council
Mission: is “To Facilitate the Growth of Wyoming’s Economy.”
Community Development: Works with communities to develop infrastructure to become business-ready
Business Assistance: Helps retain and expand existing Wyoming businesses and industries
Business Recruitment: Recruits targeted businesses and their support businesses to the state
Biennium 2007-2008 Budget Community Development Business Assistance Business Recruitment
25
Business Assistance
The WBC helps businesses start, grow and expand through:
Agribusiness Assistance General Counseling Business Plan Development Financial Resources Marketing Product Development Intellectual Property Assistance Manufacturing Assistance
Business Recruitment & Community Development
Business Recruitment Markets Wyoming as a business destination
Locates prospect companies through in-house and contracted research and personal contacts & outreach efforts
Community DevelopmentThe WBC helps build attractive, high quality-of-life communities that
have “business ready” infrastructure through:
– Community assessments
– Grants ($100 million)
University of Wyoming Partners
Government Resources and Opportunities for Business Wyoming Market Research Center Manufacturing-Works Wyoming Research Products Center Wyoming Small Business Development Center (SBDC) Wyoming Women’s Business Center Small Business Innovation Research (SBIR)
Key Challenges
Collaboration and Information Sharing• Lack of automation
• Lack of a centralized database – every unit had its own
• No central contact information source for staff to use
• Integration between systems
• Very rural locations
• Numerous partnerships
The Solution
5 year search for CRM system that would meet our need• Interface with Outlook• Client Centric• Web based• Easily modifiable • Integrated with Partner’s systems effectively• Proven track record
Work in progress• Developing extensive dashboard reports
Salesforce Implementation
6 months Use of project team Customized standard system
• 3 custom tabs
• 18 record types
• Over 200 custom fields
User’s Guide
Outcome Based Performance Measurement
Previous Method Director’s manually tracked client information
Salesforce Provides:• An easy way to summarize service outcomes
• To meet requirements of the Wyoming Strategic Planning Process – which is tied to:
• Budget
• Headcount
• Governor’s report
Samples of Wyoming Strategic Plan Accountability Measures
Performance Measure #1: Percentage of cities, towns and counties receiving services from the Wyoming Business Council to total of 23 counties and 99 incorporated cites and towns
Communities Served (% of 122 Total Communities)
50%
60%
70%
80%
2004 2005 2006 2007
Projects To Be Completed:
Creation of Dashboards to match our Strategic Plan Graphs
Integration of our UW Partners in Salesforce Concern over the Privacy Protection for SBDC Clients –Section
15 USC 648
Selection and Implementation of Customer Satisfaction Survey – randomly generated by Salesforce
Salesforce Deliverables:
Single Operational View Accuracy and central
data source Proactive Services
Outcome based focus
Higher Customer Satisfaction Fosters collaboration among Partners
Visibility – Legislature, JAC, Public Track results
Imagine it. Learn it. Use it.
How to apply what you’ve learned when you get home• Automate
• Centralize
• Implement
• Integrate
Case Study: Customer Service and Support
• PUBLIC SECTOR: Mass Transit
• EMPLOYEES: 11,000
• GEOGRAPHY: US - New Jersey
• # USERS: 150
• PRODUCT(S) USED: Service & Support, SFA, 3 downloaded AppExchange applications
Live since 2005Coming soon
Summary of Challenges
Response to change – too slow• Inability to respond quickly to new customer service
needs• Slow response to customers• Multi-channel service but
single channel systems• Un-analyzable information• IT infrastructure & resource
barriers
Specific Challenges
Business Issues• Separate customer service operations• Fragmented feedback channels to customers• No operational feedback loop• Poor customer knowledge• Poor information quality
Technology Issues• Multiple, proprietary, small-scale customer service systems• Complex business rules – complex customization• Cultural change – On Demand environment
Evolving SolutionA
B
C
D
Multi-Channel Case Capture
Custom ObjectsOperations Response
Personal PerformanceDashboards
AppExchange Partners: Clicktools, ActivePrime, Pervasive, Crystal Reports
Solution as currently implemented Customer Service for the general public # Users: 150 Key requirements met
Closed loop feedback to operations units Integrated multi-channel service Shared operational metrics
Key benefits achieved Doubled capacity with no additional staff Common information base for planning and
tracking results Eliminated multiple inconsistent systems Platform for innovation
The Dog that didn’t bark…..
No System crashes No disruption from new
Salesforce releases No need for consultants to
support the system once implemented
No data corruption problems
Unlike traditional IT systems, the NJ TRANSIT On Demand environment has continued to evolve. The Customer Service system has improved, new applications have been developed, and new capabilities, such as online customer surveys, have been easily integrated.
Mike GoodrichDirector of Administration
Arlington Economic Development
Kaveh VessaliVP, Public Sector SolutionsSalesforce.com
Moderated By:
Lisa GlassProject Manager
NPower New York
Peter ReisChief Support Services Officer
Wyoming Business Council
Jonathan VaughanManaging Partner
New Demand
QUESTION & ANSWER SESSION
Don’t miss these Activities:
Visit our Nonprofit, Government and Education Expo
Meet over 300 Attendees See 17 Partner Solutions Enjoy a Latte and Network in our
Industries Lounge salesforcefoundation.org/npdreamforce07
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